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Professional Services Advertisement District: 04 | Advertisement: 24471 |

CEI Services for I-95 Interchange at SW 10th Street.

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Final Selection Posting: 7/10/23 12:15 PM

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Project Description :

CEI Services for I-95 Interchange at SW 10th Street.

Schedule - The times displayed are automatically adjusted for the time zone of your system :

Type Date - Time Advertisement Date 5/08/2023 Response Deadline Date/Time 6/09/2023 05:00 pm Technical Review Committee Meeting 1 Date/Time

6/19/2023 11:00 am

Final Selection Date/Time 7/10/2023 09:15 am Final Selection Post Date/Time 7/10/2023 12:15 pm Negotiations Period Begin Date 7/14/2023 Negotiations Period Ending Date 8/31/2023

Note: Oral Presentations and Consultant Interviews are exempt meetings. Times will be available in the RFP issued to Shortlisted firms.

Final Selection :

Rank Firm

1 THE CORRADINO GROUP, INC.

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STATE OF FLORIDA DEPARTMENT OF TRANSPORTATION

PROFESSIONAL SERVICES EXPANDED LETTER OF RESPONSE

375-030-23

PROCUREMENT

04/18

Advertisement No.: 24471 DOT FM Number: 436964-2-62-01/436964-2-32

Submittal Date: 5/24/2023 Project Name: CEI Services for I-95 Interchange at SW 10th

Street

Consultant’s Name: The Corradino Group, Inc.

(Firm must use the name shown on the Consultant’s qualification letter.)

Street Address: 5200 NW 33rd Avenue, Suite 203

City: Fort Lauderdale State: FL Zip: 33309

Office Location: Fort Lauderdale Contact person: Eduardo Perez de Morales

Phone: 561-248-0696 Contact email: eperez@corradino.com By submittal of this letter the Consultant certifies that all information provided in the letter is true and accurate. The Consultant further certifies that staff proposed are currently employed by the firm(s) identified, or the Consultant shall provide a statement indicating when staff will become employed by the identified firm(s).

Please refer to project advertisement for evaluation criteria. Other required submittals are specified in the advertisement.

Consultants: Please be aware that all font (including font in graphics, tables, and captions on photos) must be standard Arial Narrow, 11 point, single line spacing with no modification of font or spacing allowed. ½” clear margin on all sides must be maintained on all pages. It is the Consultant’s responsibility, due to font and format restrictions within this form, to work within the constraints of the form and its format. Character styling such as use of color, bold, and italics is allowed. Use of a table is recommended for text boxes. The page layout may be modified to add columns, tables, graphics, and photos. All graphics and photos must be created in a clean, blank word document and the “text wrapping square” option applied before cutting and pasting into this form. Consultants may add their logo at the top of the first page (directly underneath the header), however, the Consultant shall not extend the form beyond the pages allocated for the Letter to accommodate insertion of the logo. Consultants are not permitted to insert any other information in the header other than the logo. After pasting your letter into this form, highlight all text and ensure the font size of Arial Narrow, 11 point was retained. Once your content is inserted, delete any additional blank pages that are generated by pressing your delete key after the last word in the Letter of Response. Recreation of the form in another software application to modify the form format is not permitted. This form works best when saved with a .docx extension. *Please retain the source document as it may be requested at a later date in the procurement, to verify adherence with aforementioned restrictions. Note: You may begin typing on this page.

The Corradino Group, Inc. in association with Consor, C.D Maguire, Creative Engineering Group (DBE), H.R Rodriguez (DBE), Pontifex (SBE) , Foundation Geotechnical Engineering (SBE), Greenman-Pedersen (Bridge Painting), Metric Engineering Inc. and Zeman (SBE) is excited to present our professional qualifications to FDOT’s current advertisement for SR- 9/I-95 from south of SW 10th Street to north of Hillsboro Boulevard, FM No. 436964.2.62.01, in Broward County. Our leadership team’s quality, with over 100 years of Florida Department of Transportation (FDOT) Experience, is unmatched. Led by Ed Perez, our team is prequalified in all the Major and Minor Work types: 10.1 - Roadway Construction Engineering Inspection 10.5.2 - Major Bridge CEI - Steel, 8.2 - Design, Right of Way, Construction Surveying and 9.4.1

- Standard Foundation Studies, and 10.4 - Minor Bridge & Miscellaneous Structures CEI. We anticipate meeting or exceeding the FDOT 10.65 % DBE and 3% SBE goals. This letter of response will illustrate our commitment to safety, mobility, community outreach and partnering for a successful project.

The Department intends to advertise for the design and construction of the project as a Phased Design Build Contract (PDB), which is a new innovative method to District 4 and the State.

Corradino and several of our partners were selected for Program Manager Services of the Westshore Interchange in Tampa for District 7, which allows us to implement strategies and processes that are proven to be successful for PDB with FDOT. The selection of the PDB will be based on qualifications very similar to I-595 Express Lanes, where Corradino, led by Ed Perez, was an integral part of the technical reviews of the concessionaire’s submittal, and provided essential input to the Department during the procurement process for the selection of the successful team.

AWARENESS AND APPROACH TO PROJECT ISSUES

Understanding of Project’s Intent and Scope, Technical

Aspects, Challenges, and Key Milestones The SW 10th Street Project has been in the planning stages by the Department since the 1980s, but extreme opposition by the community deprioritized implementation. After several iterations, 375-030-23

PROCUREMENT

the Department incorporated feedback from numerous public meetings held over the years and obtained approval from the Broward Metropolitan Planning Organization (MPO) to proceed with the project. Objections and concerns within the community still exist, therefore a robust and comprehensive community outreach plan will be critical to the success of this very important project. The I-95 project limits extend from south of NE 48th Street to north of SR-810/Hillsboro Boulevard. The project includes the reconstruction of local SW 10th Street and the construction of the SW 10th Street Connector Lanes. The project will also add a second Managed Lane on I-95 in both directions, and incorporates the reconstruction of East and West Newport Center Drive, including construction of a new roundabout, reconstruction of SW 12th Avenue, and milling/resurfacing/overbuilding and widening of Military Trail, FAU Research Park Blvd., and SW Natura Blvd. The project includes 3 miles of noise walls, nearly half of those ground-mounted, which could be built first as an early work package to help minimize noise impact during construction. All Right of Way needed for the project will be cleared through the acquisition process by October 1, 2024. Extensive utility relocations are critical for the prosecution of the work, and we believe that this activity is another great candidate for an early work package. Based on the original concept, the SW 10th Street Project has remarkable similarities with the I-95 Express Phase 3C Project and previous I-75 Express Lanes Segments A&B Project. The similarities are (1) New direct connections between northbound and southbound I-95 General Use Lanes and between the I-95 Managed Lanes and the SW 10th Street Connector to and from the west. (2) Braided Ramps along I-95 & Direct-Connectors Construction at SW 10th/I-95 Interchange. (3) Steel box girders over 2200’ in length. (4) Bridges requiring phased construction being reconstructed above I-95, both the NE 48th Street bridge and SW 10th Street bridge. Under the leadership of Carlos Amador PE, who has extensive experience on Category 2 bridges from previous I-95 3C and I-75 Segments A&B projects, we have developed the necessary processes to handle the most critical technical aspects of bridge construction on this project. Our already-established internal process for Category 2 bridge construction includes:

(1) Structural steel bolting, incorporating testing, torquing requirements, and traceability (location and lot number for the bolts) (2) Erection Plans reviews for constructability and safety

(3) Mass Concrete Control Plans (4) Deck Construction (5) Temporary and Permanent Post-Tensioning System Installation, and (6) Vibration and Settlement Monitoring Plans.

Using PDB is the best alternative based on the construction industry's feedback, while maintaining the project's original schedule. This method will create opportunities for cost savings, expedite construction, and minimize risks for all parties, given the Department, the Corridor Design Consultant (HDR team), the CEI and the contractor will all have a “seat at the table” collaborating throughout the process. The key phases for PDB includes:

1) Planning Phase: In this Phase the PDB Team (PDBT) will prepare the Project Management Plan (PMP), the Quality Management Plan, the Phasing Plan which includes early work packages, a Risk Register, a Master Schedule, and an Opinion of Probable Construction Cost (OPCC) and will begin the innovation process. Our Approach: Consistent with our practice on other projects, we will work with the PDBT, the Independent Cost Estimator (ICE) and the HDR Team (the Corridor Design Consultant) and encourage and participate in alternative workshops identifying opportunities to reduce cost and/or time, conduct risk workshops and develop mitigation plans for those risks. We recommend the Department set an upset limit for this phase since the PDBT will be reimbursed actual cost. In addition, we will ensure this phase is efficient to guarantee that the money spent in developing the innovation concepts will produce the desired outcome in reducing cost and time. To date, Corradino has saved the Department over $24 million through our implementation of innovative scope reductions and CSIs on similar mega projects.

Our preliminary review of the project scope and identification of potential early work packages, such as (a) maintenance during construction, (b) utility relocation, (c) ground-mounted soundwall construction, (d) Hillsboro Blvd. Interchange, (e) 48th Street bridge, (f) the east and west Newport Center Drive (g) Smart Work Zone (SWZ) and (h) FAU Research Park Blvd, and SW Natura Blvd. will advance construction at these locations, minimize impact to the public, improve mobility during construction, and will be consistent with the project's critical path. We will collaborate with ICE and the PDBT to establish an OPCC for the overall cost of the project and each work package. Any required SEIS re-evaluations and SIMR re-evaluations are completed in this phase.

2) Pre-Construction Phase: In this phase, the PDBT will develop a Guarantee Maximum Price (GMP) for each Work Package (WP) proposal. The WP must be designed to 90% unless the Department agrees on less risk packages to allow design to 60%. The WP Proposals must include a schedule, schedule of values, design documents, etc. In addition to the WP proposals, the PDBT will be required to submit a Safety Plan, Hurricane Preparedness Plan, a Sub-contractor Plan (since the PDBT cannot perform not less than 30 and no more than 40% of the work) and an OJT plan. Our Approach: Once the PDBT agrees to provide the Gross Maximum Price (GMP), we will work with the ICE to ensure all needed documents are provided for their review. We will practice a pencil-down approach to the GMP set of documents confirming no changes to plans, specifications, bid items, or quantities. Our team will develop our own estimate for the work packages and will share our findings with HDR and the ICE. We will collaboratively develop the risk registers, identify the risk reserves and the proposed allowance(s). As the project progresses through the preconstruction phases, we will continue to refine the risk reserve, accounting for cost savings from innovations. The team will support the Department in its negotiations with the PDBT, providing recommendations on moving forward with the PDBT GMP and self-performing or taking the competitive bid track. Once a GMP is established, the team will update the risk register, risk reserve, and allowances. In addition, we will collaborate with the PDBT in developing the OJT program and will work hand in hand with HDR in performing constructability reviews with emphasis on safety by identifying and maintaining proper access to construction sites and staging areas. We will maintain mobility by ensuring the proper traffic restrictions and Smart Work Zone (SWZ) plan are accurately developed and implemented and will facilitate timely resolution of any disagreement on design comments, as well as track governmental approvals and permits.

(3) Construction Phase: Upon reaching consensus on a GMP, the process moves into the construction phase, and the team will support the Department in reviewing the PDBT subcontractor bids, identifying caveats such as exceptions or exclusions on material costs, and correlating bids with the risk register. Understanding there can be a significant time gap between the GMP, final plans and the actual execution of the work, we will develop controls to track and share the use of contingency or allowance funds, creating understanding for all. Given the current supply chain issues and material price escalation within the PDB framework, we will establish a process to track these impacts, providing recommendations to the Department.

Challenges and Key Milestones Phase Design presents the opportunities to address all challenges and further define key milestones and incentives for the project. We believe the key milestones during procurement are selecting a responsive PDBT, finalizing the negotiations for the management of the contract for the PDBT, completing the planning and preconstruction phases, and obtaining the work packages and negotiated cost within the established schedules. During construction, like any project, regardless of size, the most significant challenges are safety, mobility, and community outreach. We will collaborate with HDR, ICE and the PDBT during the planning stages and work plan development to establish reasonable milestones for completion of each work package and explore incentives for mobility and completion. Our approach is to implement a “pull planning process.” Pull planning is a technique aligning the efforts of all team members towards a common goal. It starts by defining the goals, breaking down the goals into smaller measurable tasks, assigning them to different team members based on expertise, sequencing the tasks in the optimal order for project success, collaborating, and ensuring all members are involved and monitoring progress. One example will be addressing the concern with settlement of existing bridges and selecting the most cost-effective construction method addressing all issues. Another example will pertain to utility relocations, which is believed will control the critical path of the project. Collaborating through a pull planning process, we will be able to minimize impacts and reduce project time and cost.

Understanding Issues Impacting Stakeholders, Project Time and Budget, Mobility, Safety, and the Ability to Resolve them.

During the Planning Phase, we will develop a CEI Project Management Plan (PMP) like we did on I-595 to address the key challenges on the project, time and budget, safety, mobility, and community outreach.

A) Understanding and Approach to Project Time and Budget:

Our team will work with the successful PDBT to create a comprehensive master schedule and early work package schedule.

Once the baseline schedule is established, we will track the monthly schedule diligently. If the PDB Contractor starts to show slippage on their schedule, we will request a recovery schedule. A main concern on the potential impact to the schedule is the extensive utility relocation required; we are fortunate to have Ron Capobianco on our team, who works closely with all the utility agencies in the District, and who will assist in the development and coordination of an early work package as well as track the progress of the work. Once the GMP is established, we will hold monthly schedule and budget meetings with the PDBT to make sure payout curves are submitted to reflect progress in the field. Having completed over $2B of construction contracts in the last two decades, Ed Perez is very experienced in managing project time and budget. All his contracts have met Department goals for project time and budget. Our approach is further expanded in the Construction Project Management and Administration Section.

B) Understanding and Approach to Safety: Safety is our number one priority, and our project goal will be zero fatalities and serious injuries. Our team is committed to meeting the Department's Vision Zero and Target Zero efforts. Our team is committed to collaborating with the PDBT to deliver on the District’s goal of "enhancing the safety and efficiency of the interchange to deliver congestion relief by improving accessibility, mobility, and travel times." This goal promotes improved safety and mobility for all, including the Traveling Public (Auto and Transit), Bicyclists and Pedestrians, all Construction Related Staff, and First Responders.

Our safety initiatives incorporate at a minimum: (1) Identifying and maintaining proper access to construction sites and staging areas. (2) Analyzing current high-crash zones within the project limits, researching, and identifying contributing factors and generating solutions to mitigate these conditions. (3) Coordinating with the District Traffic Management Center (TMC) to identify high-speed areas within the project corridor and coordinating with law enforcement during construction to identify where and when to implement speed control. (4) Coordinating with First Responders for access to the project with each interim TCP phase in the event of an emergency. (5) Working with the Contractor’s Safety Manager to ensure vehicles are equipped with proper safety equipment to meet the project's needs. (6) Working with contractors to ensure appropriate safety measures/offsets are in place for large equipment that will be used near the travel lanes.

C) Understating and Approach to Mobility: Key Mobility Initiatives are as follows: Creating a "Mobility Team" led by Michael Moss Solomon comprised of key members of our team (PAs, Senior Inspectors, and Inspectors) and members of the PDBT. This team will: (1) Drive all roadways upon arrival and prior to leaving the project to verify MOT complies with contract documents and TCP layout. (2) Review all temporary drainage systems to eliminate flooding risks and assess field conditions after all major rain events.

(3) Perform nightly checks for lighting outages within the project.

(4) Collaborate with the PDBT to conduct a pre-shift walk-through before all traffic shifts. Our staff and the PDBT TCP lead will jointly develop a list of items requiring completion before implementing the traffic shift, ensuring that appropriate signing, pavement markings, MOT devices, drainage and lighting have been addressed and traffic signal operations are properly coordinated.

D) Understanding and Approach to Traffic Management: Traffic control and safety begins in the project's planning phase and continues throughout the preconstruction and construction phases.

Another area we will use the “pull planning process” is in the design and implementation of the Smart Work Zone system, which could be another Early Work Package. In addition, we are aware of a separate I-95/SW 10th St. TSM&O Smart Work Zone Project (E4V80) that needs to be coordinated to avoid duplicate efforts and to ensure we are providing accurate information to the public. We will work with both contractors to properly synchronize efforts.

However, it is our understanding that the TSM&O contract is under protest, so the Department may desire to reject all bids and add it to the PDB and create an early work package for that work.

E) Managing the Traffic Control Plan: Ensuring that closures and detours are implemented correctly is essential to providing a safe work zone and minimizing traffic delays. We will utilize the CDRM Lane Closure Information System (LCIS) to process and manage lane closure and detour requests. The LCIS is currently used in FDOT District(s) 4, and 6 and will be implemented in District 7 on the Westshore Interchange Project. The LCIS application is fully customizable to meet the specific needs of the SW 10th Street project and will be a key component of the community outreach effort, providing accurate lane closure and detour information to project stakeholders. Our team will also ensure the contractor is inputting accurate information into the LCNS - One Network system. We will verify the PDBT has standby equipment and contingency plans to avoid any closures beyond the approved time.

CONSTRUCTION PROJECT MANAGEMENT AND

ADMINISTRATION

Approach to Accomplishing the Management, Administration, and Coordination Aspects of the Project

A) Approach to the Project: Consistent with our culture, “Project First” will be our Team’s philosophy for the delivery of this project.

This enables us to celebrate the PDBT’s success and the Department’s success as our success. As mentioned earlier, our first order of business will be to develop our Project Management Plan with specific goals, measurable objectives, responsibilities, and tools for Safety, Mobility, Communication, Collaboration, Time, Cost, Community Outreach, Traffic Management, Tracking and Reporting Progress of Commitments.

Components of the PMP will include position descriptions defining roles and expectations.

B) Approach to Manage Communication, Relationships and Collaboration: We believe transparent communication is critical to the project's success. Developing a communication matrix will align the Corradino Team's approach with the Construction Project Manager Mark Moshier, HDR, FHWA, and the PDBT. To further build on this, we’ll participate with the PDBT in their meetings so that the "right people are in the right meeting and producing tangible results." We will provide constructive feedback and offer solutions aligned with FDOT’s interests, allowing the Corradino Team to assist, without needlessly interfering with, the PDBT team.

C) Approach to Community Outreach: Corradino has provided community outreach support on high-profile, complex interstate and managed lane projects including 95 Express Phase 3C, 3A-1, 3A-2, 3B-1, 3B-2, including the Glades Road Diverging Diamond Interchange, and I-595 Express. We have already developed a Community Outreach Plan (CAP) for this project that we will submit to the Department for approval upon selection. The plan is consistent with the Secretary’s and the District’s vision of Moving Florida Forward. Our goal is to begin the outreach immediately upon selection as we want to bridge the gap in communication created since the last public meeting held in Fall 2022. Early communication will create the opportunity for our team to establish consistent and clear messaging, establish open lines of communication, involve, and inform the local communities, and tell the Department’s story of project benefit - including increased safety, mobility and connectivity Our project-specific plan includes a bi-weekly report, commencing with the NTP, of all ongoing and upcoming project outreach activities and pending issues. The ability to establish and maintain stakeholder trust and relationships, prioritize tasks each day to ensure project milestones and stakeholder needs are met, and to communicate accurate timely and advanced notice to the project team, public, and agency partners, is not something that can be taught overnight. Corradino’s SW 10th Street Community Outreach Team is led by Andi Pacini, a 19-year industry veteran, who has led community outreach and engagement for the $1B 95 Express Phase 3 initiative since its inception in 2016. As with previous high-profile interstate projects, Andi will coordinate with Guillermo (Billy) Canedo, D4 Public Information Director, any information to be sent to the public, elected officials, and the media regarding upcoming events impacting traffic flow. We will produce and distribute all collaterals (letters, flyers, graphics, brochures, and news releases) necessary for this task. Similar to the communication plan created and implemented by Andi on the District’s first Diverging Diamond Interchange, our plan also includes a grassroots community outreach and communication strategy ensuring the SW 10th Street project carries a consistent and positive message to every group, organization, and neighborhood that will be impacted by the project. This includes high level engagement with traditional partners including elected officials, the Broward MPO, local media outlets, first responders, and the Chamber of Commerce, and will extend to tailored engagement with leaders. Homeowner Associations, schools, businesses, agencies, organizations, and individuals throughout every community level. Connecting with these stakeholders, listening to community feedback, and becoming trusted partners for the life of the job will be critical to the SW 10th Street Project success.

Optimization of Project Schedule and Budget Cost Control and Schedule: In Phase Design Build, the PDBT needs to provide a GMP for each Work Package, the GMP will consist of the direct and indirect cost to perform the work, contract allowances and risk reserve. This maximum amount will not be exceeded unless it is due to Force Majeure. Any savings in the risk reserve and contract allowance will remain the Department’s. While this concept will guarantee a maximum price, staying within the established Department’s budget is the challenge. To get the best value, it is crucial to control “scope creep.” Defining the scope to include working restrictions is essential to establishing the work packages and early work packages. Eliminating design changes during the pre-construction phase is vital to control the schedule and the cost, as is establishing a very comprehensive Risk Management Program and proper allowance. Corradino’s approach is using the “pull planning process” from the planning stages throughout the pre-construction and construction phases.

This collaborative effort with the PDBT, HDR and ICE will eliminate surprises and will allow us to reach a GMP and beat the contract time allocated for the contract. Corradino is proud of our accomplishments in completing projects that have exceeded the Department’s time and cost goals as well as creating innovative savings during construction. On past projects, Corradino has used constructability review as a major tool to reduce overall cost of the project. During the planning phase, our focus will be on ensuring a cost-efficient, safe, and constructable design by providing input into the preliminary plans, PMP, public engagement plan, phasing plan, master schedule, and risk register. We will convene review teams for structures, roadway design, traffic, and aesthetics. The teams will focus on identifying constructability issues and proposed solutions. Per the CEI Scope of Services, the Department may request our team to provide scheduling services, as well engineering estimates. Our team is well-prepared to perform those services as Raj Ahuja was responsible for the District 6 MIC CM at-risk project, which included 7 GMPs construction work packages totaling $486 million and is in expert in scheduling. In addition to Raj, we have Charlie Manganaro and Scott Cavendish available to develop any CPM schedule required by the Department.

Knowledge and Experience with Project Documentation Document Control: Corradino has been using Prolog since I-595 Express to manage and track documents. However, we are very flexible and can use any document control system that the PDBT proposes and will adjust accordingly. Most contractors are using Procor, which is a similar program that we are familiar with as well.

We utilize Google Earth KMZ files with the ArcGIS Application, hyperlinked plans, Geo-referenced photos on KMZ files, and advanced devices to share virtual communications and information with all team members. As we are currently doing on our I-95 3C project, we will upload all required documents into Project SolveSP and EDMS as the Department-required document control system.

We understand the importance of project documentation consistent with CPAM. The following are a sample of the documentation requirements: (1) Contractor’s QC Plan – The contractor will submit a QC Plan through MAC. We will review the QC Plan and recommend approval to the D4/D6 Materials Office prior to any materials being incorporated in the project. (2) Job Guide

Schedule – Will be created in MAC and updated monthly with each progress estimate by the DBF. Luis Fernandez, our Material CSS, will ensure the required samples, certifications and certified mill analysis are submitted in a timely manner. (3) Monthly Payments

– The DBF Schedule of Values (SOV) will be reviewed and approved during the Work Package approval process. Progress payments will be processed once all the documents are received, including certified invoice, disbursement of payments, Construction Compliance with Specifications and Plans, and fuel and bit adjustments. (4) Final Payment – We will prepare the Offer of Final Payment as outlined in Chapter 14 of the Review and Administration Manual, deliver the FE package within 20 days of Final Acceptance, and submit Material Certification prior to or at Final Acceptance. (5) The Project Commitments – Our Team has successfully tracked commitments on both I-595 Express and I-75 ELs projects. We will track this in PCR Form 700-011-35 and update quarterly. (6) Weather/Holidays – Will be processed per CPAM and entered in PrC for applicable work package, if applicable. (7) Compliance with Federal Regulations – We will document compliance with the Build America Buy America provision before the material is incorporated into the project.

PROJECT STAFFING

Proposed Staffing Qualifications, Experience, and Availability At our marketing meeting in February 2023, we clearly heard District 4’s concern of having available resources to start the SW 10th Street Project. With the recent change in the contractor’s procurement schedule, our team will be 100 % available before construction, including early works. Based on the procurement schedule for the PDBT, the Phase Design Build Team selection will occur at the end of this year. Based on our experience in Westshore, the negotiations for the management of the PDBT will take approximately 3-4 months, therefore we expect execution and NTP to occur in March-April of 2024. After execution, the planning phase will begin; if it follows the Westshore timeline, it will take 270 days to complete (End of 2024). Next, the Pre-construction phase will begin and depending on any early Work Packages identified, construction will not start until summer of 2025 at the earliest. We presented our staffing and the availability of the proposed staff and have made some changes to suit the requirements 'of a PDB project and our current contractor schedule. Ed will be leading the Project Team as Senior Project Engineer. To assist during the procurement, planning phase and pre-construction phase, we propose Gorky Charpentier and Charles (Charlie) Manganaro to work hand in hand with Ed in achieving the project's goals.

Gorky’s experience, having served as the Design Construction liaison on the I-595 Express project while working with AECOM, will be a great asset in the pre-construction phase of the project.

Charlie has been performing constructability reviews on District 4 projects for over 30 years and no one knows the District better than Charlie. During the construction phase, we will have two of the best bridge engineers in South Florida, Carlos Amador and Jami Yaqub, both of whom have many years of experience working on complex projects. Carlos and Ed have been working together for 8

04/18 years and Jami and Ed worked together as far back as Mobility 2000 in the early 2000’s. The Roadway Project Administrators, Michael Moss Solomon and David Valladares, are the best at their profession. Ed has been working with Michael for over 20 years and with David for the last 8 years. Our ITS Project Administrator/Utility Coordinator will be Ron Capobianco, our Contract Support Specialists are Anthony Zea and Luis Fernandez, and rounding out our team as Senior Community Outreach Specialist is Andi Pacini who has worked on the I-95 corridor and with Ed since 2004 on the I-95 Mobility 2000 projects.

We have always been transparent regarding staffing availability, and we have always met our commitments regarding the same.

Based on the May’s schedule update, our I-95 Express Phase 3C project will completed in Spring 2025. The construction will be completed in January 2025 with only the ITS Burn-in Period and project close out remaining. The bridges are scheduled to be completed by May 2024 and the roadway work is projected to be completed by September 2024. Once the bridges are completed, Carlos Amador will take a bigger role in managing the 3C project, allowing Ed to focus more on the planning stages of the PBD. It is important to recognize that currently there are no outstanding contract administration issues on the project that will prevent Ed from dedicating as much time as necessary to the planning stages of the 10th Street project. In the last fifteen years, we have clearly demonstrated our ability to effectively wrap up an existing major project and start a new one. Past examples include our transition from the Mobility 2000 Projects to I-595 Express and subsequently moving on to I-75 Segment A/B, followed by taking charge of I-95 Express Phase 3C. In every instance, with a combination of Corradino staff and our partner firms, we ensured that ample resources were available to cover the projects.

Staff’s Experience and Past Performance on Similar Projects The Corradino Team, led by Ed Perez, has successful and relevant experience in providing CEI and Program Management services for mega projects and corridor improvements in District 4. Our experience includes Mobility 2000 which consisted of eight projects for the multi-lane widening and resurfacing of 20 miles of I-95 in Palm Beach County with a value of over $390M, the first P3 in Florida on the $1.2B I-595 Express Project, I-75 Segment A/B, and we are currently managing the I-95 Segment 3C Express Lane Project with a value of over $450M. All these large-scale projects met the Department’s performance goals. As briefly discussed in the previous section, all key members of the team have worked together in at least one Express Lane Project and understand the challenges of working in a limited access highway and the impact it could have on the travelling public if it is not properly managed.

CEI Contract Management

(A) Approach to Managing CEI Resources: On this contract, we can establish the staffing based on a defined schedule by the PDBT and the scope of work based on different Work Packages. Ed’s approach to managing resources is to bring in staff only when necessary. That is why he has never asked for a Supplemental Agreement on his last two projects and in most cases has had savings in his contracts. Ed Perez will present Mark Moshier a deployment plan based on the negotiated staff. Before he brings staff to the project, he evaluates the ongoing activities and projections based on the project schedule. Ed will update the deployment plan on a quarterly basis and will adjust and advise Mark of any changes. One innovative idea we would like to explore is to use Witness and Hold (W/H) on this contract. W/H was highly successful in the I-595 Express Project. This W/H Point Inspection process will be developed based on guidelines established by the Department in conjunction with PDBT. We proposed W/H in our Westshore project, and we believe this contract is conducive to that concept as well, and it could be negotiated and included as a standalone Work Package. We are aware of the challenges with W/H, but believe we have ample time to collaborate with District 4, Central Office, FHWA and FTBA to create a system that will work. The project advertisement indicates that an additional project could be added to the contract. Our team has a deep bench of resources to handle the additional project and will present the staffing plan to the Department upon request.

(B) Approach to CEI Quality Control: Corradino believes that outstanding performance begins with a commitment to provide clients with quality services safely, on time, and within budget.

Corradino will submit a comprehensive Quality Control Oversight Plan (QCOP) to monitor processes and quality. The plan is written and tailored specifically for DB projects. Part of our PMP will include a self-evaluation of the QC Process, we will develop checklist to evaluate the performance our inspection team. Our Construction Material Support Specialist, Luis Fernandez will be responsible to execute our QA Plan, the plan will contain procedural based templates and checklists, which will effectively catch issues at inception rather than at a later stage where the fix could be costly and a source of conflict with the Contractor. On a quarterly basis, Luis will perform QA on different construction activities and will use the findings as lessons learned during a workable lunch. We will establish an award program for good practices.

Our Corporate QA program will be tailored to this project, with Mel Pollock serving as QA Manager, coordinating independent bi-annual audits with appropriate Corradino staff. Audit reports will be issued to Ed with copies to the Principal-In-Charge, Joe C.

Corradino, and Mark Moshier. Ed will evaluate the report findings, determine the cause of any deficiencies, and develop and implement a corrective action plan within two weeks.

So, why Corradino? Corradino, under the leadership of Ed, has successfully delivered the most complex projects utilizing multiple contract methodologies in the District. Nobody captures savings and delivers successful projects on time better than our team. We have worked together on multiple projects over the years and will be able to hit the ground running with no learning curve. In summary, the Corradino team has better leaders who make better decisions, ensuring the best results for the Department.

Sincerely, Eduardo Perez de Morales, PE Sr. Project Engineer, The Corradino Group

Prequalification of Prime Consultant and any proposed Subconsultants by advertised type(s) of work:

Consultant Name Project Advertised Major & Minor Work Types

10.1 10.5.2 8.2 9.4.1 10.4 DBE SB UU

Prime The Corradino Group

Su bc on su lta nt s

Creative Engineering Group, Inc.

Greenman-Pedersen, Inc. (GPI) Metric Engineering, Inc.

Pontifex Consulting Engineers Consor Engineers, LLC CDR Maguire Engineering, Inc.

ZEMAN Consulting Group Foundation & Geotechnical Engineering, LLC (FGE) H.Rodriguez Consulting Engineering, INC.

SB = Small Business UU = Under-utilized work type; subconsultant is a professional services firm and is prequalified in the Under-Utilized Work Group. Refer to the advertisement for applicability.

My firm has submitted a Bid Opportunity List through the Equal Opportunity Compliance System for this project.

https://fdotwp1.dot.state.fl.us/EqualOpportunityCompliance/Account.aspx/LogIn?ReturnUrl=%2fEqualOpportunityCompliance

DBE SB UU

Prime

Su bc on su lta nt s

SB = Small Business UU = Under-utilized work type; subconsultant is a professional services firm and is prequalified in the Under-Utilized

My firm has submitted a Bid Opportunity List through the Equal Opportunity Compliance System for this project.

https://fdotwp1.dot.state.fl.us/EqualOpportunityCompliance/Account.aspx/LogIn?ReturnUrl=%2fEqualOpportunityCompliance

DBE SB UU

Prime

Su bc on su lta nt s

SB = Small Business UU = Under-utilized work type; subconsultant is a professional services firm and is prequalified in the Under-Utilized

My firm has submitted a Bid Opportunity List through the Equal Opportunity Compliance System for this project.

https://fdotwp1.dot.state.fl.us/EqualOpportunityCompliance/Account.aspx/LogIn?ReturnUrl=%2fEqualOpportunityCompliance